Global Sales Coach

It all started when engineer Fred Luddy wrote code that automated a tedious task for his coworker, Phyllis. She cried tears of joy. That moment inspired Fred to build a company that could do that for everyone—freeing people from busywork so they could focus on meaningful work. Today, ServiceNow is the AI control tower for business reinvention. Our ServiceNow AI platform brings together any AI, any data, and any workflow— helping 85% of the Fortune 500® work smarter, faster, and better. We're building an AI-native culture where technology and talent are unstoppable together. And we're just getting started.

Join us to put AI to work for people.

As a Sales Coach, you will work one on one with sellers to lift pipeline generation, deal quality, and forecast accuracy. This is a hands-on field coaching role. You will spend most of your week with sellers and in live deal work, and the rest building the programs that scale what works. You report to the manager of the department and partner closely with frontline sales managers, enablement, product marketing, and the teams integrating newly acquired sellers.

What you get to do in this role:

Coach sellers one on one - This is the center of the role. You will spend most of your week with individual sellers, working on whatever stands between them and their number.

● Run a recurring one-on-one coaching cadence with each assigned seller against a written individual development plan

● Coach the full seller motion—prospecting and outbound rigor, territory and account management, deal management and qualification, executive presence, time and calendar management, CRM accuracy and forecast hygiene, and personal change management through reorgs and portfolio shifts

● Facilitate role plays and certification checkpoints across discovery, executive conversations, pricing, objection handling, and competitive positioning, so mastery is demonstrated rather than assumed

● Observe live customer calls and give same-day feedback that names the specific behavior to change

Build coaching programs with your manager

● Partner with your manager to design programs that answer real business needs—segment ramp paths, focused skill sprints, manager coaching enablement, and remediation tracks

● Build segment-appropriate variants where Enterprise and Commercial need different treatment of the same skill—multi-stakeholder pursuit strategy and executive alignment on one side, call volume, cycle discipline, and portfolio juggling on the other

● Design coaching that scales across a large Commercial population without losing the personal quality that makes coaching work

● Contribute reusable assets back to the global library: playbooks, call frameworks, role play scenarios, and certification rubrics

● Pilot, measure, and retire—keep what moves the number and cut what does not

Support large-scale training events

● Help design and deliver org-wide moments: sales kickoff, bootcamps, mid-year kickoffs, product launch enablement, and field readiness days

● Own assigned tracks end to end—content, facilitators, breakout design, certification, and the reinforcement plan that follows

● Build the follow-through so event content shows up in seller behavior 30 and 60 days later

Document and report progress

● Build and maintain the documentation layer that makes coaching visible and auditable—rep scorecards, skill matrices, certification records, development plans, and progress over time

● Report coaching impact to sales and enablement leadership on a set cadence, tied to business results rather than activity counts

● Keep records consistent enough that another coach could pick up any rep and know exactly where they stand

Shorten time to productivity for new hires, transfers, and acquired teams

● Own the coaching side of ramp for new hires, internal transfers, and sellers joining through acquisition, with an explicit goal of moving time to productivity from roughly six months to three

● Build and run acquisition-specific enablement: cross-portfolio positioning, joint account mapping, tooling and process conversion, and the cultural onboarding that makes acquired sellers feel like part of the team quickly

● Track ramp milestones by cohort and flag an at-risk ramp early enough to fix it

● Give hiring managers a clear read on where each new seller stands and what they need next

Validate readiness on new products, releases, and acquisitions

● Assess whether sellers are genuinely equipped to sell new products, new releases, and newly acquired portfolios—measured through certification, call review, and pipeline evidence, not attendance

● Report readiness gaps to product, marketing, and enablement partners with a recommended fix and a date

● Re-test after remediation and close the loop

To be successful in this role you have:

● Seven or more years in enterprise or commercial software sales, sales management, or sales coaching and enablement

● Direct experience with both a large-deal…